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Environment – one of the elements in the structure of a social conflict. It consists of a physical environment (geographical, climatic, ecological and other factors) and social environment (certain social conditions in which a conflict develops).
According to Moore (2004), one of the necessary elements of a conflict is an object, i.e. concrete reason, motivation, motive force of a conflict. All objects are subdivided into three kinds:
– Objects which can not be divided to pieces, it is impossible to own them jointly with somebody.
– Objects which can be divided in different proportions between the participants of a conflict.
– Objects which may be owned jointly by both participants of a conflict.
Managing conflict it is not simply to define an object in a concrete conflict. Subjects and participants of a conflict, pursuing their real or imaginary goals, can hide, mask, and substitute the sought-after reasons, having impelled them to the counteraction. For example, in the political fight an object of a conflict is the real power in the society, but each of the subjects of the political opposing tries to prove that the basic reason of its conflict activity is the aspiration to obtain the maximally possible blessings for the electors.
An exposure of the basic object is a necessary condition for the successful decision of any conflict. Otherwise, it will not either be decided in principle, or will not be decided to a full degree, and there will be smoldering coals for new collisions in co-operation of subjects.
If the mental condition of parties and the corresponding to this state conduct of people in conflict situations are taken as the basis of the classification, then conflicts are divided into rational and emotional. Depending on the aims of a conflict and its consequences, the conflicts are subdivided into positive and negative, structural and destructive.
Rahim (1990) stated that a social conflict will proceed until the real conditions for its stopping appear. In a fully institutionalized conflict such conditions may be determined just before the beginning of the counteraction (as in a game, where the rules of its completion are certain), and may be worked out and concerted during its development. If a conflict is particularly institutionalized or not institutionalized at all, then there are additional problems of its completion.
There are also absolute conflicts in which fight is conducted up to the wipeout of one or both rivals. The harder the matter of the dispute is outlined, more obvious the signs, signifying the victory and defeat of the parties are, the more chances for its localization.
The methods of completion of a conflict are directed mainly on changing of the conflict situation, either by influence on the participants, either by the change of description of the object of the conflict or by some other methods. buy research paper
And now we will examine some positive functions of a conflict, typical for the open social structures.
1. A conflict unseals and solves contradictions and assists this way the development of community. The conflict educed and solved in right time may prevent more serious conflicts, conducing to the heavy consequences.
2. In the open society a conflict executes the functions of stabilization and integrations of intragroup and intergroup relations, reduces the social tension.
3. A conflict repeatedly increases the intensity of connections and relations, stimulates social processes, gives dynamic quality to the society, encourages creation and innovations, and assists the social progress.
4. In a state of the conflict people more clearly realize both their and resisting to them interests, expose completer the existence of objective problems and contradictions of the social development.
5. A conflict assists the receipt of information about the social environment, correlation of the power potential of the competitive forming.
6. An external conflict assists intragroup integration and authentication, strengthens the unity of the group, nations, societies, mobilizes internal resources. It also helps to find friends and allies, exposes enemies and ill-wishers.
7. Internal conflicts (in a group, organization, society) execute the following functions:
– creation and maintenance of the balance of powers (including authorities);
– social control after the observance of the generally accepted norms, rules, values;
– creation of new social norms and institutes, updating of the existing ones;
– adaptation and socialization of individuals and groups;
– trunking, establishment and maintenance of normative and physical borders of groups;
– establishment and maintenance of the relatively stable structure of the intragroup and intergroup relations;
– establishment of informal hierarchy in a group and society, including the exposure of informal leaders.
8. A conflict exposes positions, interests and aims of the participants and assists in such way to the balanced decision of nascent problems. In the open social system a conflict executes the role of the “safety-valve”, exposing in right time the appearing contradictions and saving a social structure on the whole.
A conflict carries in itself negative functions, when:
– conduces to disorder and instability;
– society is unable to provide the peace and order;
– a fight is conducted by violent methods;
– consequences of a conflict are large material and moral losses;
– there is a threat of life and the health of people.
The majority of emotional conflicts and, in particular, conflicts, arising up because of the social-psychological incompatibility of people may be taken to the negative conflicts. The conflicts are also considered as negative, if they hamper the acceptance of necessary decisions. The prolonged positive conflict may have negative consequences.
Thus, it is possible to draw a conclusion, that conflicts are the everyday reality. For the effective decision of nascent problems everybody should master a certain minimum of theoretical knowledge and practical skills of conduct in conflict situations. To sum up, taking into account all necessary details and dwelling on the main points, we have observed different types of conflicts and have discussed their positive and negative functions.

References
Gross, M. (2002). Managing through the Kaleidoscope: Diverse Perspectives on Conflict and Decision Making in Organizations. Journal of Business and Management, Vol. 8.
Moore, D. (2004). Managing Social Conflict-The Evolution of a Practical Theory. Journal of Sociology & Social Welfare, Vol. 31.
Rahim, A. (1990). Theory and Research in Conflict Management. Praeger.
Rahim, A. (2001). Managing Conflict in Organizations. Quorum Books.
Starks, G. (2006). Managing Conflict in Public Organizations: Conflict Can Be Recognized, Tackled, and Resolved in Five Not-So-Easy Steps. The Public Manager, Vol. 35.